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  • Union calls for GM's removal...
  • Financial sector fights back in wake of collapse, crisis of confidence...
  • Protesters block entrance to industrial site...
  • Utility workers cry foul...
  • Fire at juice factory - 15 workers on the breadline....
  • In the midst of accusations, Chairman abruptly quits....
  • Utility urges public to conserve or face punishment...

How do you communicate in these situations? Learn How to Respond at a dynamic 2-Day Risk and Crisis Communications Conference

Found right here in Trinidad and Tobago, the newspaper headlines above could have easily been drawn from any part of the world. They point to the fact that crisis and controversy are part of life - and many organizations will face some sort of crisis at some point in its existence. Unless handled effectively, such situations can be quite damaging to a company's reputation, stakeholder relationships as well as the bottom line, but the fact is that most companies are not as adequately prepared to deal with crisis situations as they believe.

Sometimes organizations are wracked by controversy about situations that aren't really serious at all - but for reasons the organization may have trouble understanding, stakeholders persist in being frightened or angry about them. The task is to figure out how to reassure your upset stakeholders. Other times the situation is genuinely serious and people are right to be upset; instead of trying to convince them otherwise, the organization needs to guide them through the crisis. And still other times the situation is serious but people are apathetic, and the core problem is to alert them: to arouse some concern in order to motivate appropriate precautions. Reassuring, guiding, and alerting: three completely different paradigms of risk communication.

Colthrust PR Demming Communications
ROYTEC Gtech Via
PRATT

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